To describe Nivashni Naguran simply as a people person would not fully capture who she is. What makes Astute’s HR executive unique is her ability to understand the mind behind the individual.
She does not only listen to what people say, but takes the time to understand what they may be thinking, feeling and carrying beneath the surface. For Nivashni, that understanding is what makes genuine support possible.
Whether she is at home with her family or engaging with colleagues, she brings the same authentic self to every relationship.
“You will not find a different person in my home versus the person that you find when I’m engaging online or in the office space interacting with people. I think it’s very important that that is a consistent thread that people see around leadership. People look for that authenticity in human beings. It’s part of who I am, it’s in my DNA, so it does span both worlds.”
Care comes naturally
Nivashni’s instinct to care for others began long before she entered HR. Growing up as the eldest of her siblings, she became accustomed to responsibility from an early age.
“Being the eldest of three siblings can instil a different set of values in you when you are the oldest. You are far more resilient and accountable for things around you and that which you can control.”
Those qualities now shape the way she leads. She recognises that people’s experiences both inside and outside the workplace shape how they think, feel and perform.
“As an Exco member, you take on the responsibility of looking after your people. When they face challenges, you ask yourself how you can step in and help. I think I’ve always approached life that way. People matter. They’re not just a number.”
This is what distinguishes Nivashni’s approach to HR. She makes it her purpose to understand people before deciding how best to support them.
“I think Astute has afforded me that ability to interact far more closely with people and get to know them and understand them, because I think that leaders need to know what is going on in a person’s private space as well in order for them to be able to support that individual at work and with their personal matters where possible. So, it has to be a fine balancing act.”
Staying connected to every individual
That human-centred approach is particularly important at Astute, where a workforce of about 65 people performs highly specialised work. Nivashni leads a compact HR function comprising herself, an HR consultant and an administrator.
In such a close-knit environment, staying connected means more than knowing names and job titles. It means understanding how people experience their work, what motivates them and what may be affecting them beyond the workplace.
Astute’s monthly gatherings alternate between virtual and in-person sessions. The face-to-face occasions are designed to create meaningful opportunities for collaboration and reconnection.
“We really try to make those face-to-face sessions meaningful. When people come in, they have a catch-up, take part in a team activity or a collaboration session, and enjoy a meal together. It’s about engaging with colleagues, having fun, reconnecting and spending time together.”
This connection became especially important following the loss of Astute’s previous CEO in 2025. Employees were not simply navigating an organisational change; they were grieving not only a leader but also a friend. Nivashni recognised the emotional impact of that loss and the effect it had on motivation.
The appointment of Lizl Budhram as CEO in June 2026 opened a new chapter for Astute. As employees adjusted to a leadership transition and an ongoing technology programme, Nivashni continued to emphasise the importance of compassionate leadership.
“Leading with vulnerability, transparency and solid communication makes a positive difference.”
A career built on understanding people
That approach to leadership is grounded in lessons she has gathered throughout her own career, which began after she graduated from UKZN and relocated to Gauteng. She took an entry-level role as an HR administrator at the Edcon Group, earning R2,500 a month.
“You do the grunt work and get in there just for the experience,” she recalls.
A manager soon recognised her potential and encouraged her to move beyond administration. She progressed into an HR consulting role before joining the healthcare sector, where she supported medical and nursing staff and dealt with unions and employee-relations matters.
She says her time at Netcare gave her valuable exposure to complex human situations and her first experience representing an employer at the CCMA. By the age of 25, she had become an HR manager at one of the hospitals.
Nivashni later spent six years at FNB, becoming national HR manager for the home-loan division.
She then joined Mutual & Federal – now Old Mutual Insure – as the business partner supporting the chief operating officer. She says working with highly technical teams helped her understand how different individuals think and operate, preparing her for her role at Astute.
She initially joined Astute as a consultant and spent five months helping to establish its HR function. In 2014, she was appointed permanently as head of HR.
“And as they say, the rest is history. I’ve been at Astute ever since.”
